||High globalization of economy has led companies into a business environment in which the changes are increasingly complex and faster. In order to survive even succeed over the long term, the modern enterprises must confront reality in real time and predict possibility.|
In the 1990s, the theory of dynamic capability arose for responding the rapid changes in market conditions. Many scholars’ researches found that the learning of organization, management models and organizational ambidexterity are the factors to affect the dynamic capability of enterprise. And the organizational ambidexterity can enhance organizational strength of controlling new knowledge and informational diversity.
The purpose of this research is to explore the relationships among self-directed learning, organizational ambidexterity and dynamic capability of enterprise. Research is conducted using survey data collection. Samples are from engineers, administrators, specialists, first-line and midlevel managers in enterprises. Via electronic and paper questionnaires, the numbers of distributed questionnaire is 557, effective questionnaire is 230, and the rate of effective questionnaire is 41.3%.
The analysis results show that there are significantly parallel relationships among self-directed learning, organizational ambidexterity and dynamic capability of enterprise. For enterprise management, strengthening employees’ self-directed learning and building up a high organizational ambidexterity are useful to enhance the dynamic capability of enterprise.